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February 2025
Supplement

eBee: Affordable Mobility for Africa

By: Ramon Casadesus-Masanell, Gamze Yucaoglu and Jordan Mitchell

The case opens in March 2023, as Sten van der Ham and Jaap Maljers, CEO and co-founder of eBee, an electric bike (e-bike) company in Africa, are contemplating the different avenues for growth and path to profitability for the young and ambitious company. In 2023, the... View Details

Keywords: Business Model; Value Creation; Competition; Logistics; Profit; Resource Allocation; Expansion; Business Strategy; Growth and Development Strategy; Bicycle Industry; Africa; Kenya

April 2024 (Revised February 2025)
Teaching Note

eBee: Affordable Mobility for Africa

By: Ramon Casadesus-Masanell, Gamze Yucaoglu and Jordan Mitchell

Teaching Note for HBS Case No. 724-360.The case opens in March 2023, as Sten van der Ham and Jaap Maljers, CEO and co-founder of eBee, an electric bike (e-bike) company in Africa, are contemplating the different avenues for growth and path to profitability for the... View Details

Keywords: Business Model; Value Creation; Competition; Expansion; Logistics; Profit; Resource Allocation; Corporate Strategy; Business Startups; Growth and Development Strategy; Business Strategy; Product Marketing; Entrepreneurial Finance; Bicycle Industry; Africa; Kenya

August 2023 (Revised April 2024)
Case

eBee: Affordable Mobility for Africa

By: Ramon Casadesus-Masanell and Gamze Yucaoglu

The case opens in March 2023, as Sten van der Ham and Jaap Maljers, CEO and co-founder of eBee, an electric bike (e-bike) company in Africa, are contemplating the different avenues for growth and path to profitability for the young and ambitious company. In 2023, the... View Details

Keywords: Business Model; Business Startups; Growth and Development Strategy; Business Strategy; Bicycle Industry; Africa; Kenya

January 2023 (Revised April 2025)
Case

Peloton Interactive (A)

By: Suraj Srinivasan, Lynn S. Paine and David Lane

Early in February 2022, the board of Peloton Interactive faced some knotty challenges. Immense pandemic demand for its stationary exercise bicycles and treadmills had prompted the firm to scale up production rapidly. But as gyms reopened and the virulence of the virus... View Details

Keywords: Corporate Governance; Governing and Advisory Boards; Growth Management; Investment Activism; Leadership; Entertainment and Recreation Industry; Sports Industry; United States

May 2019 (Revised September 2019)
Case

Mobike and ofo: Dancing with Titans (A)

By: Shikhar Ghosh and Haibo Zhao

This case address pacing issues – how fast does a company need to scale? It also examines the role of investors in determining company strategy and exit.
Mobike and ofo were two dominant players in China’s emerging dockless bike-sharing market, that allowed users... View Details

Keywords: Information Technology; Venture Capital; Financing and Loans; Competition; Value Creation; Governance; Economics; Business Startups; Strategy; Business Exit or Shutdown; Entrepreneurship; Infrastructure; Transportation; Bicycle Transportation; China

November 2018 (Revised June 2019)
Case

ofo

By: Mitchell Weiss

Dai Wei and his co-founders grew Beijing-based ofo from a school-based startup to a bike-share behemoth in a matter of months, topped an all-out market-share battle fueled with almost $1 billion in venture capital, provided 2 billion bicycle rides, soaked up the... View Details

February 2018 (Revised January 2020)
Case

SoulCycle: The Road Ahead

By: Ashish Nanda, Eric Van den Steen and Jeffrey Boyar

Julie Rice and Elizabeth Cutler founded SoulCycle, an indoor cycling studio chain, in 2006 as more than a health club; they wanted it to become a lifestyle brand that would “empower riders in an immersive fitness experience.” By early 2015, SoulCycle had grown to 38... View Details

Keywords: Fitness; Fitness Industry; Exercise; Cycling; Boutique Fitness; Exit Strategy; Growth; Bicycles; Retail; Pricing; Community; SoulCycle; Vision; Health; Leadership; Strategy; Marketing; Decision Making; Health Industry; United States

April 2017
Case

Yushan Bicycles: Learning to Ride Abroad

By: Christopher A. Bartlett and Paul S. Myers

Yushan Bicycles, one of Taiwan's leading bicycle manufacturers, is pursuing an international expansion strategy by increasing demand for its range of traditional and electric bicycles and shifting its product mix toward higher-margin models sold through specialty... View Details

Keywords: Globalized Firms and Management; Growth and Development Strategy; Competitive Strategy; Conflict Management; Learning; Bicycle Industry; Taiwan; Australia

February 2015 (Revised September 2016)
Case

Hövding: The Airbag for Cyclists

By: Joseph B. Fuller and Emilie Billaud

In 2012, Anna Haupt and Terese Alstin, co¬founders of the Hövding company, reflect on the evolution of their venture and the way forward. Since 2005, Haupt and Alstin had been working on a new type of bicycle helmet—an "airbag for cyclists." What had begun as a thesis... View Details

Keywords: Business Startups; Entrepreneurship; Transition; Leadership; Conflict Management; Bicycle Industry; Sweden; Europe

February 2014 (Revised August 2016)
Case

Strava

By: Joseph B. Lassiter III, William A. Sahlman and Sid Misra

Strava is a new fast-growing social network for the avid cyclist and runner. The Strava case traces the entrepreneurial journey of two serial entrepreneurs who have been co-founders in a prior venture, and who have co-founded Strava 3 years ago. The protagonists must... View Details

September 2013 (Revised August 2015)
Background Note

Leadership and Teaming

By: Ethan Bernstein

Small differences in the leadership of teams can have large consequences for the success of their efforts. Many initiatives fail not because of a fatal error in judgment or insufficient ideas, knowledge, motivation, or capabilities to deliver a solution. They fail... View Details

Keywords: Teams; Teaming; Leadership And Managing People; Leadership; Team Effectiveness; Team Performance; Team Design; Team Leadership; Teamwork; Team Process; Team Function; Team Launch; 60/30/10 Rule; Team Boundary; Distribution Of Leadership Authority; Self-Managed Teams; Virtual Teams; Unbounded Teams; Acts Of Leadership; Execution Teams; Decision Making Teams; Creativity Teams; Team Size; Task Design; Team Timeline; Team Roles; Team Representation; Diversity; Team Familiarity; Collective Intelligence; Team Stages Of Development; Team Coaching; Performance Pressure; X-Teams; Team Focus; Interaction; Management Teams; Managerial Roles; Management Systems; Management Style; Management Skills; Management Practices and Processes; Organizational Design; Organizational Structure; Performance Effectiveness; Performance Efficiency; Performance Productivity; Groups and Teams; Networks; Social Psychology; Behavior; Conflict and Resolution; Creativity; Social and Collaborative Networks; Satisfaction; Prejudice and Bias; Power and Influence; Personal Characteristics; Familiarity; Cognition and Thinking; Attitudes; Projects; Organizational Culture; Organizational Change and Adaptation; Leadership Development; Leadership Style; Leading Change; Knowledge Use and Leverage; Knowledge Sharing; Collaborative Innovation and Invention; Innovation and Management; Innovation Leadership; Design; Interpersonal Communication; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Bicycle Industry; Asia; North and Central America; South America; Atlantic Ocean; Central Asia; Europe; Latin America; Middle East; Oceania; West Indies

2011
Article

Strategic Change and the Jazz Mindset: Exploring Practices That Enhance Dynamic Capabilities for Organizational Improvisation

By: Ethan S. Bernstein and Frank J. Barrett

How can leaders adopt a mindset that maximizes learning, remains responsive to short-term emergent opportunities, and simultaneously strengthens longer-term dynamic capabilities of the organization? This chapter explores the organizational decisions and practices... View Details

April 2010
Case

A Giant Among Women

By: Willy C. Shih, Ethan S Bernstein, Maly Hout Bernstein, Jyun-Cheng Wang and Yi-Ling Wei

Few CEOs successfully manage the evolution of their companies from OEM outsourcer to branded manufacturer to expert consumer marketer as well as Tony Lo, CEO of Giant Manufacturing Co. Ltd., now the largest bicycle manufacturer in the world. In the mid-1980s, Giant... View Details

Keywords: Consumer Behavior; Customer Focus and Relationships; Global Strategy; Gender; Customer Satisfaction; Product Development; Bicycle Industry; Taiwan

September 2008 (Revised August 2009)
Case

Columbus Tubing: Steel is Real

By: Daniel C. Snow, Gary P. Pisano, Elena Corsi and Gudrun Urfalino Kristinsdottir

Columbus Tubing must choose to improve an old technology (steel) or to develop a new material (carbon fiber). The decision must take into account a complicated context: increased demand for the "old" steel products made in Italy, increasing power of carbon fiber... View Details

Keywords: Decision Choices and Conditions; Resource Allocation; Production; Research and Development; Information Technology; Bicycle Transportation; Asia; Italy

April 2008
Case

Four Products: Predicting Diffusion (2008)

By: John T. Gourville

An updated "Four Products" case. This 2008 version includes: sliced peanut butter, foldable bicycle tires, high-end wooden puzzles, and artificial dirt for thoroughbred race tracks. These four products form the basis to assess the drivers of new product adoption. In... View Details

Keywords: Forecasting and Prediction; Innovation and Invention; Product Marketing; Demand and Consumers; Adoption

March 2003 (Revised January 2006)
Case

Threshold Sports

By: Richard G. Hamermesh and Todd H Thedinga

Describes the sales, marketing, and operating issues facing Threshold Sports, a small cycling event management company that produces the Pro Cycling Tour. Examines the issues facing the company as it approaches breakeven and attempts to grow the business substantially.... View Details

Keywords: Growth Management; Bicycle Transportation; Service Delivery; Sports; Bicycle Industry; Bicycle Industry

September 1981 (Revised August 1986)
Background Note

The U.S. Bicycle Industry in 1974

By: Michael E. Porter

Keywords: Bicycle Industry; United States

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